In the eyes of workers in the gaming industry, what kind of boss is worth following?

There is a widely circulated theory in the gaming industry known as the "Zero Beyond Luck" theory, which essentially states that "a game designer's abilities amount to nothing beyond luck."

This slightly exaggerated and tongue-in-cheek remark underscores the high degree of uncertainty inherent in game development projects. This is especially true today, when larger projects often require development cycles spanning several years; even people with comparable skill levels may find themselves in vastly different situations depending on which project they join.

In this context, having a reliable boss is especially important. Even if a project fails, working under a good boss often leads to new opportunities—or at the very least, genuine personal growth. On the other hand, an unreliable leader can actually be the biggest obstacle to the project’s progress.

In my interactions with industry professionals, I’ve heard all sorts of stories about eccentric bosses: there are rich kids who refuse to pay social security for their employees; former browser game producers who compare themselves to miHoYo even though their teams aren’t even fully staffed; and even parasitic executives who use illegal means to drain the company’s resources…

For those in the gaming industry, finding a boss worth following can help you avoid many pitfalls. In this episode of "Game Tea Roundtable," we spoke with industry professionals about the question: "From the perspective of gaming industry workers, what kind of boss is worth following?"

▍Omnivorous Game Designer, Mian

To be honest, after being in the gaming industry for a while, everyone knows one thing for sure: whether a project succeeds often depends not on the project itself, but on the person leading it.

Many people change jobs not just to earn a few thousand more, but to find a reliable captain. In these uncertain times, launching a game project is truly like setting sail on a long voyage. Throughout the process, you’ll encounter all sorts of challenges: a lack of supplies (running out of funds), internal conflicts (backstabbing among employees), uncertainty about the game’s direction, and so on. These challenges are actually quite similar to those faced on a sea voyage.

That’s why a good leader must be able to convince their team: “If we follow you, even if it’s pouring rain right now, we’ll still reach our destination—we can trust you.”

In my opinion, a good boss has the following qualities:

1. Know what you want and have a clear direction

A good leader is, first and foremost, someone who knows where they’re going and believes in that path. Like Steve Jobs, they can envision a future that others cannot; even when the entire team opposes them or the odds are stacked against them, they can make decisive decisions and remain steadfast in their conviction—just as the Red Army did during the Four Crossings of the Chishui River.

In the gaming industry, bosses like this are extremely rare. Since projects often take two or three years to complete and involve extremely high risks, most people just want stability. But it’s the kind of person who can find a direction amid the chaos who truly inspires others to “willingly fight alongside them.”

2. He stands with the team through thick and thin, and steps up when the team needs him

I really hate bosses who say they’re “brothers” but are the first to leave after work. You’re leading a team, not running a subcontracting operation. When everyone’s working their butts off on a project and you’re not even there, that sense of trust vanishes overnight.

I once worked under a manager who, during those weeks when the project was running behind schedule, sat at his desk with us every day until the early hours of the morning. He didn’t yell or try to rile us up; he just said one thing: “I’m in this with you.” In that moment, you realize: this isn’t just a manager—this is a team leader.

3. Can handle crises and doesn’t pass the buck when things go wrong

This is absolutely crucial. When a server crashes after launch, a version flops, or funding falls through, and publishers and investors call to vent their frustration—when real problems arise, a good boss always responds by saying, “I’ll talk to them,” rather than “This is your fault.” They don’t sit idly by and let their team be thrown into a pressure cooker.

The best leader I’ve ever seen was at a previous company where the publisher and investors were a major industry player. Even when there were conflicts of interest during meetings, he always stood by his team, and whenever problems arose, he took the heat. At the end of the project, just before the team was disbanded, he held an all-hands meeting to review our progress and address many of the issues. I’d even heard that when the game was about to launch and the company was short on funds—to the point where they couldn’t pay salaries—the boss personally covered the costs out of his own pocket.

It’s truly admirable to take responsibility for problems without shifting the blame and to face the consequences head-on. That’s why, even when some teams work long hours and don’t earn high salaries, no one leaves—because the boss is worth it.

Finally

A game project is, in essence, a long voyage. No ship knows the outcome the moment it sets sail. There will always be storms and rough seas; the key is whether the captain can keep a steady course and inspire the crew to persevere.

A good boss isn’t someone who never makes mistakes; rather, it’s someone who can keep the entire crew moving forward through a storm, reassuring everyone: “It’s okay—we’ll make it to shore eventually.”

▍Big-Name Company Combatant: Shuka No. 1

The term "boss" has a somewhat ambiguous role in game projects; sometimes it refers to the producer, sometimes to the investor, and sometimes there is an overlap between the two roles. Therefore, it might be most appropriate to think of it as "the person who keeps the project afloat."

Ideally, the most worthy leader to follow is one who is well-funded, technically savvy, has a keen sense of aesthetics, exudes charisma, possesses strong organizational and leadership skills, shares the same vision as most team members, and can provide the project with ample resources and room for error.

But let’s be realistic: for most of the development phase, game projects are essentially geared toward upper management—essentially catering to the “bosses’”—rather than being developed with players, the audience, or the market in mind.

Therefore, in my opinion, a “boss” who is willing to provide the project with sufficient room for trial and error, can promptly identify a clear and actionable plan, and ultimately ensures the project is successfully launched without ending up like Bao Si, is already a highly successful leader—one well worth following for R&D personnel. (As for the negative examples—those who aren’t worth following and even drive people to the brink of frustration—I’m sure everyone has seen enough of them by now, so there’s probably no need to elaborate further.)

▍Operations Manager at a Medium-Sized Factory, Xunji Maimai

It depends on your situation. If you're in the early stages of your career, the main consideration is whether you can learn something. If you're in the phase where you're monetizing your work, it comes down to how the money and resources are divided.

If I’m looking to grow, I’d prioritize projects with potential.From my personal experience, products that have achieved relative success (or made a name for themselves in the industry) almost always come down to three key factors: the product itself, resources, and luck (I won’t go into detail about luck—after all, we can’t really explain things like good fortune). Either the project secures resources that allow it to dominate the market or fill gaps in the product, or the product and/or team are inherently strong enough to turn things around through iterative improvements and strategic management.

Both of these factors depend on the boss’s professional judgment and access to resources. If you can learn these skills and gain access to these resources from the boss, you’ll have a chance to “make it to the big leagues” in the future, so I personally think it’s worth considering.

The bottom line is: don’t let yourself be treated as a disposable resource! Don’t get bogged down in professional development at the operational level. Operational roles in the gaming industry are highly replaceable, and focusing too much on execution can limit your career prospects.

If it’s time to cash out, the first thing to consider is whether the pie is big enough and reliable—then look at how the proceeds are distributed. To assess the distribution, take a look at how the company has treated its long-time employees in the past. First, see if the boss has shared profits or resources with them before, who exactly received those benefits, and whether anyone was made to take the fall. Second, evaluate the current state of the long-time employees and determine whether the boss currently has sufficient resources at their disposal.

The more generous the boss is with the payout, the more loyal I’ll be. Even if the payout isn’t huge, I’d still seriously consider it if I could secure some key resources at this stage.

▍Industry Visionary: Usachi

Maybe I'm being too idealistic…

First, you must understand games and know how to play them, maintaining a player’s mindset—even if you only know how to play Honor of Kings. Second, even if you don’t play games yourself, you must understand game development, prioritize technological innovation, make good use of talent, and be willing to invest resources in exploring new technologies.

Like an experienced game designer and a mentor, they recognize the value of each team member, enabling people from diverse backgrounds to leverage their strengths and helping them grow—rather than simply letting them “fend for themselves”; more like a comrade-in-arms, they remain calm during industry turbulence, guide the team in adjusting course, tackle challenges together, and collaborate to build valuable products.

In summary: Essentially, this refers to someone who “knows their stuff, stands up for their team, avoids unnecessary drama, and can help everyone make money while growing professionally.”

▍Game Programmer Fengxue

The bonus rules and criteria are defined at the project initiation stage, and the commitment is fulfilled once the criteria are met.

▍Yu Wunian, a member of the Chengdu Mennonite Church

How do you choose a boss?

When talking about money, don’t bring up emotions; when talking about emotions, don’t bring up money. Most of the time, mutual trust is nothing more than a one-sided hope on the part of the worker. The longer you’re in the industry, the more messes you’ll see.

You play games, you love games, but not everyone in the industry feels the same way. Commercialization and monetization—in some cities and at some companies, this isn’t seen as a “creative industry,” but rather as a arena for fame and fortune.

Are you here to support your family, or to chase your dreams? Figure out where you stand, so you don’t end up growing tired of each other. Maslow’s hierarchy of needs applies to players, and aren’t we all players in our own way?

▍Candlelight Game: Ayu

In my opinion, when deciding which boss to work for, you should first clearly define your own career goals and needs. There are many different styles and types of bosses, and the specific circumstances and environment of each company can vary greatly.

If you’re more focused on developing your professional skills and career growth, a boss at a large company who has a background in professional development or experience with successful projects is a better choice. Such a boss can help you avoid many pitfalls and broaden your horizons.

If you’re someone who prefers to join a small company where you can create products you love and take pride in, and where you feel fully involved—especially if the founder has a deep passion for game development that aligns closely with your own—I believe this is an excellent choice. Such a boss will be deeply focused on the game content itself, and in a small company, it’s crucial for every member to grow into a pillar of the team—opportunities will readily come your way. However, since these companies are often in their early stages of development, they may be less stable, and compensation cannot compare to that of established companies.

Setting aside your own needs, I ultimately believe you should focus on the boss’s personal values. If a boss lacks integrity and makes you feel uncomfortable, I think you shouldn’t work for them, because conflicts are bound to arise in the future.

▍Zhihu user Casscell

A reliable boss is someone who genuinely wants to make games.

He needs to understand the development process and be familiar with game mechanics, and he should be proficient in at least one area—whether it be R&D, operations, or business. It’s not that he has to know how to code, design graphics, or write copy, but we need to ensure he’s not just someone who talks about concepts, discusses world-building, and creates PowerPoint presentations.

Games aren’t created by passion alone; they’re built through processes and sound judgment.

If you end up with a boss who doesn’t know what he’s doing or what he wants, and all he does is talk about the market and buzzwords, then you might as well just focus on making some money.

A classic example is a manager parachuted in from headquarters who spends all day in meetings, doesn’t understand a thing about systems or processes, and just keeps saying, “You need to handle this properly,” “You need to resolve this,” and “Will the schedule be affected?”

When reviewing a game, they can’t even describe their feelings—just one line: “It’s not fun enough right now, not exciting enough; it needs to be a bit more stylish.”

He couldn’t pinpoint exactly what was wrong; all he could do was make vague comments like, “This looks tacky, and that feels off.”

People like this, lacking professional expertise and a voice in the matter, often resort to backstabbing and scheming to demonstrate their management skills and authority.

In addition, the gaming industry is known for long hours and high stress, so a boss who understands where to draw the line is a good boss.

Don’t treat people like cattle, and don’t use passion as an excuse. Money is money, and passion is passion—don’t use emotions to manipulate others. And don’t impose unrealistic KPIs. Having a clear vision is more important than constantly micromanaging others, and avoiding internal strife is more important than talking about a “brotherhood culture.”

I only understand R&D from a technical perspective. There are three key points: technical expertise, experience, and a creative mindset.

A good boss knows that some projects will run into problems and require rework, and understands when to cut their losses. After all, the gaming industry is a high-stakes gamble: if a project succeeds, the profits can be bigger than drug trafficking, but more often than not, it’s a fight for survival.

A truly savvy boss understands the concept of “get it up and running first, then refine it—learn as you go.” They don’t ask things like, “I want a game that’s a mix of The Witcher 3, Genshin Impact, and Sekiro—can eight people pull that off in six months?”

If you can do XX, that means you're using your mouth.

▍I'm a total VC suck-up—Chocobo Claude

In the gaming industry, the term "boss" is too vague; it's better to think of it simply as someone who helps the team "make a living."

I have to be honest: don’t count on finding a UR-tier client who’s wealthy, knowledgeable, and considerate. The odds of that are about as slim as pulling a top-tier gacha in a second-tier game—just think about it. For most of us, the reality is that our work often involves catering to the client’s anxiety, fears, personal ambitions, and gambling instincts—not the players.

So, the criteria for a boss worth following—or rather, the criteria for a good boss—are actually quite mundane:

First, be willing to bear the costs of trial and error. Don’t just pay lip service to innovation while laying off employees at the first sign of fluctuating data; instead, recognize that the early stages inevitably involve burning through money and hitting roadblocks, and be willing to tolerate some chaos.

Second, the ability to steer the project in the right direction. This means bringing the project back on track after a period of trial and error, distinguishing between “perfection that can never be achieved” and “the bottom line that must be upheld,” having the courage to make decisions, and avoiding unnecessary chaos.

Third, the project needs to actually launch. That’s the most important thing. No matter how lofty the vision, it’s all for nothing if it dies on the way or flops the moment it goes live.

A good driver is one who can get you through the whole trip without any mishaps.

Even if his taste is mediocre—or even a bit conservative—as long as he’s willing to put up real money to back the project (whether that money is his own or scammed), and can withstand the pressure to get the project live without letting the team waste their efforts until they fall apart, he’s already an SSR.As for those Don Quixotes who jump from soul-like games to anime-style projects overnight, or those Scrooge Mores like characters who make empty promises and treat employees like disposable resources—though there are plenty of them—I sincerely hope none of you ever have to deal with them.